November 2017 DEEPER INTO HOMES1

INTRODUCTION

Havells is an electrical consumer product company in India

An efficient interplay

Higher Profitability Free Cash Flow Superior Return to shareholdersHigher Market Share

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HAVELLS – SNAP SHOT

An Indian FMEG FY 2012 FY2017 CAGR%

(5yrs)

Turnover 3,581 6,135 11%

EBITDA % 12.8% 13.4% 12%

Net Profit before exceptions 305 596 16%

Market Capitalization 71,38 30,700*

(Rs. in crores)

* as on 1st Nov-17

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MACRO LEVERS - FAVAOURABLE OUTLOOK

Young Demography

Growing middle class across urban, semi urban.

Brand aspiration, better standard of living and global

exposure

UrbanizationTo be 40% by 2030 from 33% currently

Investment on infrastructure and housing will be key focus

area

Low to medium penetration in most of the categories

Large presence of unorganized sector

Organized Penetration

High degree of focus on electrification, presently 78%

households electrified, low quality and regular supply are key

issues

Electrification

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BUSINESS OVERVIEW: HAVELLS ELECTRICAL

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SEGMENTS

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* Havells’ total revenue and Lighting & Fixtures’ revenue includes sales to EESL. Without EESL and ex-CFL, growth in lighting is 29%

MARKET SHARE

ProductIndicative Market Size (Rs. in crores)

Indicative Market Share

Indicative Rank

Organized Penetration Level

Peers

Swit

chge

ars

MCB 2,200 27-28% # 1 High Legrand, Schneider

Switches* 2,200 14-15% # 3 MediumPanasonic (Anchor), Legrand

Cab

le Domestic 8,000 16% # 3 Low Finolex, Polycab

Industrial 12,000 10% # 3 Low Polycab, KEI

LED

Li

ghti

ng

Lighting & Fixtures 6,500 10-14% # 2-4 MediumPhilips, Crompton, Bajaj, Wipro

ECD

Fans 6,900 16% # 3 High Crompton, Orient, Usha

Water Heaters 1,400 15% # 3 Low Racold, AO Smith

Other Appliances 5,200 2-3% - Low Bajaj, Philips

* Premium modular plate switches7

• Expand and straddle existing product category led by

product variants and technology

• Bankroll fresh verticals with 2-3 years incubation,

empirically constituting 8-10% of total revenue

• ‘Standard’ and ‘Reo’ brands extended to new

categories – maximize distribution network

• Evaluate inorganic opportunities- brand & distribution

focused

• Expand export markets by increasing local presenceand introduction of wider range

PRODUCT AND GEOGRAPHIC EXPANSION

Standard Fan

New Products

Variants led by technology IOT

Home Automation LED Lighting

Solar

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Personal Grooming

DEEPENING PARTNERSHIP WITH CHANNEL : 360 CONNECT

• Deeper focus on distribution and last mile connect

with retailers and electricians, to be serviced through

existing dealer

• Simplified incentive scheme for easier adoption and

participation

• Havells Galaxies, 420 in nos. constituting 19% of non

industrial cable revenue

~7,500 Direct Dealers

~100,000 Retailers

~220,000 Electricians

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SUSTAINED INVESTMENT IN BRAND & SUPPLY CHAIN

Brand: Sizable investment in advertisement, 3-4% of revenue,comparable with industry leaders in paints, adhesive etc.

Invested Rs 770 crores in advertisement and promotion over last 5years.

Fortifying Management Bandwidth: Strengthening organizationstructure for sharper focus with greater accountability.

5 strategic business units, to be managed separately with completeresponsibility of P&L.

Manufacturing: Currently ~ 90% of sale is from in-housemanufacturing.

12 large scale, well equipped plants with one plant - one productfocus.

After Sales Service: Large Network for entire product category –covering 400 cities, 7 vernacular languages + Hindi & English, 580channel partners with 2,000 people + 250 Havells’ employees.

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DEEPER INTO HOMES: LLOYD CONSUMER DURABLES

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Lighting

Air Cooler

Switches

FansWater Heater

Domestic

Appliances

Industrial Cable

Switchgears

Domestic Cable

2004

Till 2004

2011 Onwards

Washing Machine

Air Conditioner

Television

Refrigerator

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AC

9%

TV

34%

WM

11%

Ref

15%

Other

Products

31%

CONSUMER DURABLES INDUSTRY OVERVIEW

ACs, Refrigerators, WMs and TVs Collectively Contribute c.70 - 75% of the Market

Industry Structure

Consumer Durables

Consumer Electronics Consumer Appliances

• Air Conditioners

• Refrigerators

• Washing machines

• Sewing machines

• Electric fans

• Vacuum Cleaners

• Microwave ovens

• Other Domestic

Appliances

• Televisions

• Audio and video

Systems

• Electronic

accessories

• CD and DVD players

• Digital cameras

• Camcorders

• Overall Consumer Durables account for more than 40% of

end consumer spending in India

• Annual turnover in excess of INR 80 -100k Cr (ACs, TVs,

WMs and Refrigerators constitute c.70-75%)

• Historical growth of c. 13%

• Urban markets account for the majority share (65%)

Future growth expected from tier-II/III cities and semi-

urban markets (c.75% population base)

Source: IBEF and Crisil Research

~ 36k

~ 80 -100k

2006 2016

Consumer Durables Market (INR Cr)Consumer Durables Split (%)

~ 70 – 75%

CAGR ~ 12.6%

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MASS PREMIUM POSITIONING

AC Volume Market Share

21%18%

13% 12% 11% 11%7%

3%

Voltas LG Daikin Lloyd Bluestar Samsung Hitachi Whirlpool

Market Share Brand Vintage

61 22 16 5 72 21 17 30

LED TV Volume Market Share

26% 24%20%

13%

4% 3% 2% 2%

Samsung LG Sony Videocon Pana

sonic

Toshiba Lloyd Sharp

Market Share Brand Vintage

21 22 20 33 20+ 20+ 5 20+

Key Players Other PlayersKey Players

Mass-Premium

INR 30,000-50,000

Economy

INR 20,000-30,000

Air Conditioner Market in India LED TV Market in India

Other Players

Premium INR

45,000+

Mass-Premium

INR 30,000-45,000

Economy

INR 20,000-30,000

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Premium INR

50,000+

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• A significant player in AC market with ~ 70% of revenue accruing from Air

Conditioners and ~ 25% from LED TVs

• Developed a strong business with a market share of ~12% in AC segment

within 8 years of launch

• Pan India distribution network providing beachhead to diversify product

expansion into LED TVs and Washing Machines

• Service network and delivery a key value proposition

• An aggressive marketing campaign backed with superior channel

management facilitated Lloyd to grow significantly

LLOYD

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• Broaden distribution channels into LFR, RR, CSD

and CPC

• Expand product categories with dedicated

business heads and verticals

• Accelerate business growth and profitability

through:

Increasing distribution reach

Investment in brand

Investment in product technology

In-house manufacturing

LLOYD: SUSTAIN INDUSTRY LEADING GROWTH

FINANCIALS

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STANDALONE FINANCIALS

Financial highlights

FY16

Havells

FY17

Havells

H1 FY18

Havells

H1 FY18

Lloyd

(from 8th May’17)

H1 FY18

Havells Total

Net Revenue 53,783 61,353 29,190 5,370 34,560

Growth % 4% 14% 6%** -- 25%

EBIDTA % 14.0% 13.4% 13.8% 5.9% 11.8%

PBT % before exceptions 13.1% 13.5% 13.9% 5.2% 11.4%

PAT before exceptions 5,096* 5,969* 2,914 196 2,924

PAT % 9.5% 9.7% 10.0% 3.7% 8.0%

CAPEX 1,766 2,386 -- -- 620

ROCE % 27% 26% -- -- 24%

Net Worth 29,537 32,736 -- -- 33,145

Net Working Capital 5,057 5,274 -- -- 6,257

Cash & Bank 13,652 19,375 -- -- 5,970

• Low working capital due to channel financing made available to dealers i.e. direct funding by bankerswith no recourse on thecompany

* PAT for FY17 and FY16 was Rs. 5,390 and Rs. 7,120 mn including exceptional items

** After adjustment of excise in exempted zones, growth over last year in H1 is 9%

in millions of Rupee

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BENCHMARKING WITH THE BEST CORPORATE, FINANCIAL AND

SHAREHOLDERS GOVERNANCE Shareholding Pattern

• Promoters- single business focus

• Transparent and detailed communication to

shareholders

• Committed to high standards of corporate and

shareholder governance, assigned CGR 2+ rating by

CARE

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Promoters, 61.58%

FIIs, 25.67%

Mutual Fund, 3.20%

Others, 9.54%ESOP /

ESPS, 0.01%

Shareholding Pattern

As on 30.09.2017

SUMMARY

• India represents large untapped opportunity with lower penetration,

higher unorganized sector & growing electrification

• Havells preparing for future with constant products expansion,

deepening market reach & brand reinforcement

• Organic leverage with opportunistic acquisition to drive growth

• Strengthening management bandwidth to lead ambitious growth

plan

• Native business acumen, market connect and ethics remain core

values

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